CPT President and former Pulhams Director Kathryn Pulham argues for a multi-faceted approach towards fixing the staff recruitment problem in coach and bus
For years, our industry has talked about driver shortages. The coach and bus sectors have discussed recruitment campaigns, licence acquisition, training capacity and workforce numbers. All of those things matter. But I increasingly wonder whether we have sometimes focused on the symptom rather than the cause.
The real challenge is not simply finding enough people to drive coaches and buses. It is ensuring that coach and bus driving is recognised, both within our industry and beyond it, as the skilled, professional career it truly is.
We know our drivers do far more than drive. They are customer service professionals, safety specialists, problem-solvers, and company ambassadors. They deal with everything from vulnerable passengers and unexpected disruption to difficult situations that require calm judgement and professionalism.
At Pulhams, and throughout my coach career, I have seen the extraordinary responsibility that comes with the role. Yet, for too long, Britain has tended to place greater value on some career paths than others. Young people are often encouraged towards university as the default option, while practical and operational professions are too frequently treated as second-best.
The consequences are visible across the economy in many industries, which end up competing for skilled people because we have not done enough to champion these careers as professions in their own right.
That is why recruitment alone cannot be the answer to fixing the problem of staff shortages in coach and bus.
Professional careers require professional development. The best operators understand that training is not simply about meeting compliance requirements. It is about building confidence, competence and pride. From inductions and mentoring to CPC training, route learning and customer service development, every stage should reinforce the message that this is a skilled profession carrying significant responsibility.
Professional careers require professional development
Maintaining standards is equally important. Throughout my years in the industry, one issue that has always concerned operators is the movement of individuals between businesses after serious conduct or disciplinary issues. When the pressure to fill vacancies becomes intense, there can be a temptation to prioritise short-term operational needs over longer-term standards.
That approach helps nobody. A driver shortage can never become an excuse to lower expectations. The overwhelming majority of drivers are dedicated professionals who take enormous pride in their work. They deserve to work alongside colleagues who demonstrate the same commitment.
At the same time, professionalism is a two-way relationship. Operators must continue asking difficult questions. Are we doing enough to support well-being? Are we creating opportunities for women to build careers in our sector? Are we offering flexibility where operationally possible? Are younger recruits and experienced career changers able to see a genuine long-term future in our industry?
One of the great strengths of coach and bus is the variety of people it attracts. Some of the finest drivers and operational staff I have worked with joined the industry later in life, bringing valuable experience from entirely different careers. Our future workforce should reflect that diversity, drawing talent from every age group and background.
Government also has a role to play. There remain barriers that make little sense in the context of today’s workforce challenges. Restrictions that limit opportunities for younger PSV drivers, for example, deserve careful review.
More broadly, policymakers need to recognise that transport and other operational industries depend on a pipeline of skilled professionals, and that these careers are every bit as valuable to society as more traditionally celebrated professions.
Ultimately, however, professionalism is not something that can be created through policy alone.
Every driver who puts on a uniform represents their employer, their colleagues, and our industry. The experience passengers have on board shapes public perceptions of coach and bus travel far more than any marketing campaign ever could.
Drivers deserve respect, support and recognition for the important work they do. Equally, professionalism means taking pride in the role and understanding the responsibility that comes with it.
The future of our industry will not be secured solely through pay increases or recruitment drives. Those things matter, but people also want purpose, respect, development and the opportunity to build a meaningful career.
If we can create an industry where people feel valued, supported, accountable and genuinely proud of the profession they have chosen, we will not just solve a recruitment challenge. We will build a stronger and more resilient future for coach and bus.
